Adani Enterprises Limited

Investor Presentation
Growth
With
Goodness April 2019
Legal Disclaimer
Certain statements made in this presentation may not be based on historical
information or facts and may be “forward-looking statements,” including those
relating to general business plans and strategy of Adani Enterprises Limited
(“AEL”), its future outlook and growth prospects, and future developments in its
businesses and competitive and regulatory environment, and statements
which contain words or phrases such as ‘will’, ‘expected to’, etc., or similar
expressions or variations of such expressions. Actual results may differ
materially from these forward-looking statements due to a number of factors,
including future changes or developments in its business, its competitive
environment, its ability to implement its strategies and initiatives and respond
to technological changes and political, economic, regulatory and social
conditions in India. This presentation does not constitute a prospectus, offering
circular or offering memorandum or an offer, or a solicitation of any offer, to
purchase or sell, any shares and should not be considered as a recommendation
that any investor should subscribe for or purchase any of AEL’s shares. Neither
this presentation nor any other documentation or information (or any part
thereof) delivered or supplied under or in relation to the shares shall be deemed
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AEL, as such, makes no representation or warranty, express or implied, as to,
and does not accept any responsibility or liability with respect to, the fairness,
accuracy, completeness or correctness of any information or opinions
contained herein. The information contained in this presentation, unless
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AEL assumes no responsibility to publicly amend, modify or revise any forward
looking statements, on the basis of any subsequent development, information
or events, or otherwise. Unless otherwise stated in this document, the
information contained herein is based on management information and
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the convenience of the reader.
2
Contents

Adani Group

Company Profile

AEL: Coal Mining & ICM

Adani Wilmar Ltd

Mundra Solar PV Ltd

Others

Carmichael Mine, Australia

3
Nation Building - Responding strategically to some of India’s profound challenges

World’s fastest growing Rising middle class Encouraging policy

Inadequate investments
economy – 6th largest in the aspirations requires initiatives augur well for
in the past resulted in
world today & estimated to massive investments in growing Private Sector
insufficient infrastructure
be 3rd largest by 2030 Infrastructure and Energy participation

ENERGY INFRASTRUCTURE (Transport & Logistics)

• India’s per capita electricity consumption of 1010 kwh – • 90% of volume and 72% of value of India’s international trade
among the lowest in the world is by sea

• Thermal generation moderating but will remain mainstay for
energy requirements (45% of energy basket)
• Renewables capacity growing rapidly at ~25%; expected to be
~24% of energy basket by 2027
• Historical under-investment in Transmission & Distribution;
$100 bn opportunity over next 5 yrs
• Natural Gas contributes 6% in India’s energy basket, expected
to be 20% by 2025; $ 16+ bn investment in next 10 years
• Proxy to India's growth (>7% GDP) & economic development
• Logistics costs in India are among the highest in the world - 13-
14% of GDP vs 8% global average
• ~6% Indian travels by Air (among the lowest globally); - India to
be 5th largest aviation market by 2025
• India has low road density of 4.6 km / 1000 person (~60%
unpaved roads) resulting in low road speed

Adani Group is a market leader among private sector participants across both Energy & Infrastructure Sector and
is well placed to participate in these key nation building efforts

4
 The Making of India’s Leading Energy & Infrastructure Group (1988 – 2018)
1988 1995 2002 2009 2019

Coal ICM Commenced Integrated

Started (1999) #2 ICM player in the
world Coal
Commodity
Management
Gautam Adani Trading Awarded India’s
Listed in 1994
Chairman 1st MDO
(2006)
Acquired Bunyu
Acquired Carmichael
Coal Mine
coal mine Australia
Indonesia (2008)
(2010)

Coal Mining
Mundra Port
(MDO)
1995 Commenced
operations 50: 50 JV with
(1995) Commissioned
Wilmar International
(2000) Mundra Solar PV plant
(2017)

Solar
2002 Grain Silo Depot Manufacturing
commissioned at 7
Llsted in locations (2007)
(MSPVL)
1st CNG Station
2009 Ahmedabad
Listed in (2004)
2007 “Fortune”
Largest Food
FMCG brand in
India
2009 Commissioned 1st transmission
Mundra unit line JV with
(2009) commissioned
Worlds Largest IOC (2014)
(2009)
Single location Agro
Solar Power Plant
Bangladesh PPA Signed (648 MW) (2017)
(2017) Listed in 2015 Listed in
Nov 2018
Operates 10 Project Commissioned
ports/terminals > 2GW by Mar 2018

2019 Awarded LoI for Korba

Mumbai GTD acquisition
(2018)
Listed June
2018
Adani Gas
AGL
Adani Ports Adani Power Adani Transmission Adani Green Energy
APSEZ APL ATL AGEL

FMCG = Fast-moving consumer goods

ICM = Integrated Coal Management 5
 Adani Group – At a Glance

Pit to Plug Integration in Energy Value Chain Presence across Transport & Logistics Space

4,560 MW ~ 5% of India’s Renewable Generation Capacity 200 MMT ~ 15% of India’s EXIM trade
10,440 MW ~ 5% of India’s Thermal Generation Capacity 200 Km - India’s only private rail network owner & operator
13,464 Ckt Km ~ 3% of India’s Transmission Network
Australia
Promoter Group Promoter Group Promoter Group Promoter Group Promoter Group Promoter Group Promoter Group

75.0% 74.9% 86.5% 74.8% 74.9% 62.3% 100%

Adani Power Adani Transmission Adani Green Energy Adani Gas Adani Enterprises Adani Ports and SEZ Abbot Point, Australia

–Installed capacity of
10,440MW; under
construction 1,600 MW
–Low Merchant Risk – 95%
PPA (25 yr)
–Low Fuel Risk
• FSA 93% of domestic
coal based capacity
• Coal price pass-through
97% of import based
capacity
–Installed Capacity
9,132ckt km; under
construction 3,792 ckt km
–IG rated by Moody’s, S&P,
Fitch
100%
AEML
–Acquired Mumbai GTD in
Aug 2018 for ₹130 Bn
–Serving 3 mn consumers in
suburban Mumbai (500MW
of captive generation)
–Installed capacity of –Focused Pure Play Gas –Coal Mining: 9 coal MDO –10 Ports across Indian –Strategically positioned
1,970 MW; under Marketing and Distribution coast with market share of coal terminal with 50 mtpa
construction 2,590 MW company –Coal Logistics: ~50% 21% in India’s EXIM operational capacity
market share (66 MTPA)
–Operational 4 GAs + 15 –Proximity to World’s
–Renewables Capacity: –Multi-modal logistics
new –Carmichael Mine, largest metallurgical &
4.5 GW (Solar: 57%;
Australia: 11 mtpa phase 1 thermal coal basins
Wind: 34% & Hybrid: 9%)
–Total authorization for 38 COD Mar 2021 –Mundra SEZ (8481 ha)
GAs (AGL + JV) –Limited competition with
–Geographically
–Airports – announced L1 high barriers to entry
diversified portfolio –IG rated by Moody’s, S&P,
bidder for 6 airports
Fitch
–Long term take-or-pay
–Roads contracts with
Socialization of costs
–Water
–IG rated by S&P, Fitch

Market Cap: ₹ 18,590 Cr Market Cap: ₹ 23,910 Cr Market Cap: 5,795 Cr Market Cap: 14,155 Cr Market Cap: ₹ 16,140 Cr Market Cap: ₹ 78,313 Cr

Note 1: Market cap is as of 29th March 2019 6

Adani Enterprises: a Diversified Incubator
Adani Enterprises: Key Strengths

Unique Incubator with a distinctive capability in nurturing businesses of national

importance creating value for all stakeholders

Massive Scale - Largest & best in class

Unmatched Execution - Greenfield assets in record time

Experienced Management Team - Expertise in regulatory environment in India

Operational Excellence - Focus on productivity, lowest cost

Delivered stupendous CAGR of 30%+ for 24 years (since listing)

8
Adani Enterprises : Evolution

2018
• Demerger of Adani Green Energy & Adani Gas

2010
• QIP of $ 850 mn
• Acquired Carmichael Coal Mine
• Won First Coal MDO contract

2007
• APSEZ IPO subscribed 116x
• FCCB Issue of $ 250 mn
2017
2001 • Solar Mfg plant commissioned
• Adani Gas Started
2015
• Demerger of APSEZ, APL & ATL
1996
• Bonus Issue of 1 : 1
2009
• APL IPO subscribed 21x
• Bonus Issue of 1 : 1

2006
• Stock Split : Ratio 10 : 1
Nov-1994 listed on
BSE & NSE @ Rs
150/share 1999
Subscribed 25x • Signed JV with Wilmar, Singapore
• Bonus Issue of 1 : 1

9
AEL: Corporate Structure

Promoters

75%
Adani Enterprises Limited
(AEL)

Coal MDO ICM **

(Division) (Division)

100% 51% 50% 100%

AWL
Adani Global MSPVL
(Edible Oil & Others
Mauritius (Solar Mfg)
Food)*

100% 100%
100% Airports
AGPTE AGFZE
Singapore Dubai 100% Roads

100% 100% 100% 100% 100% Water

AMPTY PTAG ASPL ABPL
Carmichael Bunyu Coal
Coal Mine Mine
Shipping Bunkering 100% Defence
(Singapore) (India)
(Australia) (Indonesia)

Consolidated Financials FY18 (₹ in Crs)

Parameter Total Coal MDO ICM AGL MSPVL AALL+AAFL Others AWL*

Revenue 37,984 863 29,454 1,309 554 314 5,406 26,435

EBIDTA 3,002 466 1,261 374 328 100 473 1,010

* AWL financials shown are on 100% basis

** ICM – Integrated Coal Management
10
Adani Enterprises : Exemplary Value Creation
Evolving EBIDTA Mix

AEL delivered CAGR of 36% since listing FY2012

Vs Others, 8%

Nifty CAGR of 9.6%

ICM, 28% APSEZ, 38%

500000

APL, 26%
50000

5000
FY2018

9%
500
Coal

Solar Mfg 50% 25%

50 AGEL (Renewables)
1994 1997 2000 2003 2006 2009 2012 2015 2018
AGL (CGD)

Others
11%
AEL Nifty Sensex 5%

Note: Chart value in log scale rebased to 100

11
 Mine Developer & Operator (MDO)
AEL:
Integrated Coal Management (ICM)

12
Global Coal Scenario: Demand to remain stable with geographic shift to Asia
India net imports, Australia net exports to be the highest Global coal demand to remain stable

-38
300 285 300
187 371 522
-67 988 614 433
+40
397 710 955
+95 +69
+21 1,914 1,841 1,552

-67
2015 2030 2040

-3 +130 China India OECD Other Emerging Asia RoW

/ Net exports/ imports in 2035 over 2017 levels

Demand to remain upbeat with growth in thermal power capacity India coal imports over the next 5 years expected to be range bound

227 227 224 225 225 220

Capacity Addition
240 1,117
1,050
988
886 930 897
852 825
763
659 706
625

204

FY 18 FY 19 FY 20 FY 21 FY 22 FY 23
FY18 FY23
Total Demand Total Supply Imports

India remain dependent on high GCV imported coal for blending in supercritical thermal power plants

Source: Wood Mackenzie

13
Integrated Coal Management (ICM) - Our Global Footprint
Multi-Country Multi modal Customer Account
Financing
Procurement Logistics Management

ICM Integrated presence in complete

supply chain with embedded
technology provides sustainable
Yamunagar
competitive advantage
Private Adani Power Overseas
PSU Suratgarh Panipat
Business Ltd business Harduaganj
Hissar
Dadri Tanda Vindyachal

Kota Unchahar Kahalgaon

Badarpur
Parichha Sagardighi
Chhabra Rihand
Dhamra Bakreshwar
Kandla Mejia Bandel
Panki Durgapur
Mundra Wanabori
Sipat Kolaghat
Gandhinagar Tarakan
Bedi Navlakhi Korba [Talcher] Haldia
Tiroda Samarinda Tanjung Bara
Dahej Koradi Bontang
Paradip
Hazira Chanderpur

Parli
Ramagundam Vishakhaptnam
Simhadri
Muara Satui Indonesia
Tanjung
Kondapalli Gangavaram Pemancingan
Kakinada
Richard Bay
Goa
South Africa Queensland
Ennore

Mettur Tuticorin
North Chennai Australia
Ports
Locations served
Tuticorin

We are a team of 200+ with global operations run through 20+ India offices, 3 overseas offices

14
ICM – Market Leader with Consistent Operational Performance
Resilient Business Model with Leading Market Position Sales Mix

In MMT FY 18
47% 56% 45% 48% 32%

7%
164
145 147 SEBs
22%
APL
66 MMT
81 83 Exports
78
66 70 63%
8% Private/Others
34 26

FY16 FY17 FY18 1H FY18 1H FY19

AEL ICM Volume India Steam Coal Import

Stable Operating Performance Realizations on an uptrend

in ₹ Crs. In $/ MT
27446 30232 29454 66.6 67.6
13412 12916
55.8
52.8
967 998 1261
353 454

2.9
2.4
1.9 1.8

FY16 FY17 FY18 1H FY18 1H FY19 FY16 FY17 FY18 1H FY19

Revenue EBIDTA Revenue / MT EBIDTA / MT

15
India Coal Mining: Regulatory Evolution, Opportunities and Potential
• Allowed private sector participation in coal mining for captive usage
Amendment to Coal Mines Nationalization Act (1973), 1991
• Case to case basis allotment of 218 coal blocks

• Additional regionally-explored (RE) coal blocks allocated to various PSUs - 14 for Power end use & 3
Auction by Competitive Bidding of Coal Mines Rules, 2012
for commercial mining

• Various complaints were received by the Govt.

CAG Report, 2012 & SC Judgement in 2014
• Arbitrary and non transparent allotment led to cancellation of 204 coal blocks out of 218

• Re-Allocation of the coal blocks; 2- pronged strategy

Coal Mines Special Provisions Act, 2015
• Auction for Private & Allocation for PSUs - either for captive or commercial use

• MoC has opened commercial mining for private sector under Act’ 2015
Way Forward
• Methodology for auction published on Feb 27, 2018 and tender process expected soon

Captive Mines portfolio including CIL’s mines for potential MDO business

Category No. of Blocks

Category No. of Coal Blocks
Allocation & Auction 86
Category No. of Coal Blocks ~52 Bn Ton
Allocation/Auction under Coal Mines Act 2015 204 To Allocate/ Auction 118

Pakri Barwadih, Tasra 2

Allocation under CMN Act 1973 14 Category No. of Coal Blocks ~7 Bn Ton
UMPP Linked Block 12
Sub Total (Coal Blocks) 218 PSUs – Power; allocated 10
~9 Bn Ton
Allocation under Mining Rules 2012 17 PSUs- Power; cancelled 4
Category No. of Coal Blocks
Commercial Mining 3
CIL Coal Block for MDO 3 ~2 Bn Ton
Kaniha , Siarmal, Pelma 3

Grand Total 238 70 Billion Ton

16
MDO - Largest Mine Developer & Operator in India
MDO Business Order Book of 80 MMTPA A natural progression into Coal MDO

Parsa East and Kanta Basan,
Peak Capacity 15 MMTPA
Gidhpuri Paturia
Peak Capacity – 5.6 MMTPA
Gere Pelma -III
Peak Capacity – 5 MMTPA
Kushmunda Washery
Peak Capacity – 10 MMTPA
Kente Extension
Peak Capacity – 7 MMTPA
Parsa,
Peak Capacity – 5 MMTPA
Jitpur,
Peak Capacity – 2.5 MMTPA
Successfully developed
Power projects and Ports –
Gained experience in LA,
Community engagement,
infra development – critical
activities in Coal mining
Mining in Indonesia since
Presence in Coal Trading
2007- Credence to venture
business with PSUs, SEBs –
into Indian mining industry
Strong relationship with
after experiencing
PSUs
success on foreign soil

Gere Pelma - I & II Hingula Washery

Peak Capacity – 39 MMTPA Peak Capacity – 10 MMTPA Entered
India Coal
Bailadela Iron Ore MDO
Peak Capacity – 10 MMTPA Business in
2008 - with
Talabira II & III RVUNL
Peak Capacity – 20 MMTPA

Operational
Under Development
Iron Ore
Washery
Estimated work
Average potential
force of 3200
mine life of 30 years
Mine personnel
Land
Exploration operations
Acquisition
and Logistics

LA: Land Acquisition

MMTPA: Million Metric Tons/ Annum 17
Coal MDO: Robust Business Model with Growing Project Pipeline
Mine Owner

Payments to MDO
Coal Delivery by MDO

Facilitating in obtaining clearances, DPR / mine plan, Land acquisition

Mine Developer and R&R
and Operator (MDO)
Construction of Infra such as CHP, Washery, rail siding etc.
Bundled /
Coal & OB Removal customized
Package
Coal Loading & Transport
MDO to do all Investments as per
Scope of Work of which some part O&M of Washery & Disposal of rejects
are reimbursable
O&M of railway siding

Major risks are transferred to one contractor - Ease in Contract Management

Parsa East & Kente Gare Gare Pelma - Talabira Bailadela Gidhpuri Gare Kushmunda Hingula
Parsa Total
Kante Basan Extension Pelma - III II II & III Iron Ore Paturia Pelma - I Washery Washery

Owner RRVUNL RRVUNL RRVUNL CSPGCL Mahagenco NLC NCL* CSPGCL GSECL SECL MCL 9 MDO

Geological
516 256 200 210 736 589 362 281 607 3757
Reserves (MnT)

Mineable
452 184 160 (Est) 94 553 554 325 158 428 2908
Reserves (MnT)

Capacity
15 5 7 (Est) 5 24 20 10 5.6 15 10 10 127
(MTPA)

Status of Operational
2019 2021 2019 2021 2019 2020 2020 2021 2020 2020
Production since 2013

Adani Role MDO MDO MDO MDO MDO MDO MDO MDO MDO Washery Washery

LoA LoA LoA LoA LoA

Contract Status Signed Signed Signed Signed LoA awaited Signed
Received awaited awaited awaited awaited

NCL: NMDC-CMDC Ltd 18

PEKB Project - World class infrastructure developed within a record time

 Mining Operation Started in Jan 2013  Infrastructure consisting Pit top railway siding, silo
with Rapid Loading system for evacuation of coal is
 Coal Production commenced in Feb 2013
under final completion

 Mining operations started within record time of 5  Strong EBIDTA Margins & Profitability with stable cash

years from the date of allocation of coal block inflows and robust financial indicator

 In-house expert team of Geologists and Mining

Engineers
8.27 8.33

 More than 25 MMT coal produced since the start of 6.3

mine
3.44
 Peak Mining capacity as per approved plan - 15
MMTPA

 Developed world class coal washery and CHP FY 15 FY 16 FY 17 FY 18

ROM Production (MMT)

PEKB mine - a model project - it is vertically integrated through private rail corridor (SRCPL) to provide last mile delivery of
coal at TPS

PEKB – Parsa East & Kante Basin 19

Competitor Landscape

Turnover (Rs.Cr) Financial Position of Competitors FY16-17 Networth (Rs.Cr)

10000 JSPL* 10000
Jaypee Power
Adani
Turnover Networth Essel
8000 8000

Less
6000 Dilip Buildcon Aggressive 6000
Most Aggressive Competitors Competitors
Adani
4000 Sadhbhav 4000
Jaypee Power
Monte Carlo BGR Lanco Sadhbhav
2000 Sainik 2000
AMR Dilip Buildcon
VPR Sical Essel
Southwest Ambey Thriveni
0 Lanco 0
Dhansar Mahalaxmi

Single Mine with Highest Mineral Production in one

Mineral (Mn Mineral+OB
40 Ton) Year From FY11-FY17 80 80
(Mn Cum)
Mineral (LHS)
30 60
MDO for Coal/Lignite/Iron Ore
20 40

10 20

0 0
Dhansar

Sainik

AMR

JSPL
VPR

Essel
Mahalaxmi

Sadhbhav

PT Darma
Southwest

Monte Carlo

Sical
Ambey

BGR

Adani

Jaypee Power
Thriveni

Indonesian
Company

* JSPL : Turnover - Rs. 15494 Cr. ; Networth – Rs. 21675 Cr. Source: Adani Analysis, Company Reports
20
Coal MDO: Sustainable & Responsible operations driving strong financial performance
Run of Mine (ROM) Production (MMT) Washed Coal Dispatch* (MMT) Responsible Green Miner

8.3 8.3 7.3 7.1 Community

Bringing Mine
6.7 Engagement
6.3 5.5 back to its
5.2 and
pristine stage
Development
4.3 3.4

Technology
Interventions Awards and
for Efficient Accolades
mining
FY16 FY17 FY18 1H FY18 1H FY19
FY16 FY17 FY18 1H FY18 1H FY19

Revenue (Rs Crs) EBIDTA (Rs Crs) & EBIDTA Margin (%) Community Engagement

Health &
Sanitation
863 63% 64%
58% 55% 54%
Sports Skill Development
712
656 Promotion & Entrepreneurship
466
546 418
394
366 317

230
Improvement in Increasing Farmer’s
Education level productivity

Infrastructure
FY16 FY17 FY18 1H FY18 1H FY19 FY16 FY17 FY18 1H FY18 1H FY19 Development

* Sarguja Rail COD April 2018 has boosted coal dispatches in FY19 21
 AEL: Adani Wilmar – Edible Oil & Food

www.farmpik.com
Edible Oil Industry in India
• India consumes almost 21 MMT edible oil every year
• Consumption of edible oil growing @ CAGR of approx. 4%
• India is the third largest consumer of edible oils (12% of global consumption), after China and the EU
• Every increase in income translates to a rise in demand for food products including cooking oil.
• Consumption-driven demand growth has outstripped domestic supply growth, increasing the country's import dependence to nearly 60%.

23
Indian Edible Oil Consumption Growth Drivers
One of the lowest per capita oil consumption (in kg) Market Dynamics

70
59.7 61.1 63.9 63.9 63.6
60 62.4 62.8 64.2
59.5 60.1 • Exponential increase in consumption driven by rising
50 income levels and aspiration.
41.2 43.8 43.8
40 39.6 39.7
30 • Imports which constituted 3% in late nineties of overall
25.1 25.7 26.2 26.4 26.6
consumption now at 70%.
20 17.4
14.9 15.4 15.8 16.7
10
• Per capita consumption to rise to about 23kg by 2025
0 with a growth likely to be around 4%.
2011-12 2012-13 2013-14 2014-15 2015-16

EU USA China Brazil India • Indian oilseed production stagnating and not likely to
grow – fueling growth of Imports

Consumption to grow manifold

• Lowest Per Capita Consumption (Kg) of Edible Oil in
India – Huge potential to grow.
30
26
20
23 • 50% of consumption still catered by unorganized
17 20
sector- Huge potential for consumer pack business.

• Demand not constraint - Supply is abundant.

2015-16 2020-21 2024-25

Per Capita (In Kg) Demand (MMT)

24
Adani Wilmar: Strong Growth through Brand across Food segments
Edible Oil and Food Business Dominant Market Share

(as at Mar-19)

20%

14%

5% 4% 4%

AWL RUCHI SOYA KALEESUWARI GEMINI EMAMI

Basket of Brands for Edible Oil & Food Products

Edible Oil

Rice

Besan /
Flour

• 50-50 JV between Adani Enterprises and Wilmar International Soya

• 18 Refineries & 10 Crushing Units
• Refining capacity 11,340 tpd + Crushing 8,950 tpd + Packaging 8,360 tpd
• 5000 + distributors Pulses

25
Business Model & Strategy
Journey so far….

• Set up first refinery at Mundra with a refining capacity of 600 TPD in the year 1999
• Launch of Fortune Brand in the year 2000
• Grown from 1 refinery in 1999 to 18 refineries in 2018
• Refining capacity increased from 600 TPD in 1999 to 11000 TPD in 2018
• Owns 18 refineries and 10 crushing units at various strategic locations across India.
• One of the leading exporters of Castor Oil, Oleo-Value Added Products and De-oiled Cakes
• Revenue went up from INR 417 Cr to INR 25000 Cr over these years
• Capital investment of INR 2500 Cr as on date

Competitive Advantage Future Plans

• 18 Refineries & 10 Crushing Units
• Refining capacity of over 11,340 tonnes per day
• Seed crushing capacity of 8,950 tonnes per day
• Packaging capacity of 8,360 tonnes per day
• 5000+ distributors & >1 mn outlets serve 30 mn households
• India’s No.1 edible oil brand “Fortune” having presence all over
India
• Diversified food products such as Rice, Soya, Pulses, Besan, Castor
and Soya & Oleo value added products
• To be considered as FMCG Food Company instead of only edible
oil company
• Overall Volume Target – 10 MMT by 2021-22
• Consumer Packed Oil Business – 3LMT/Month as against 1.75-1.80
LMT/Month at present
• Plan to Grow in new business segments like Wheat Flour, Rice,
Soya Nuggets and Sugar

26
Financial Parameters

Volume MMT Revenue Rs Cr

5.00 30000 26435
CAGR : 11% 4.27 CAGR : 16%
3.92 25000 23215
4.00
3.15 17828
2.78 2.73 20000
3.00 14836 14861
15000
2.00
10000
1.00 5000
0.00 0
FY14 FY15 FY16 FY17 FY18 FY14 FY15 FY16 FY17 FY18

EBIDTA Networth
Rs Cr Rs Cr
1200 2000
1010
CAGR : 24% 1655
1000 CAGR : 21%
783 1500 1280
800
961 1048
600 502 525
426 1000 776
400
500
200

0 0
FY14 FY15 FY16 FY17 FY18 FY14 FY15 FY16 FY17 FY18

27
Key Investment Highlights
1

Maintain leading position in

edible oil market

7 2
Exploring the business
Focus on business strategy
potential in regional overseas
aligned to shift in
markets
consumption pattern

6 Adani Wilmar 3
Focus on operational Pan India network of
synergies and financial manufacturing, marketing,
flexibility sales and distribution

5 4
Diversified product portfolio and
Prudent risk management focus on branding to capture
incremental market share

28
AEL: Mundra Solar PV - Solar Manufacturing

29
Solar Manufacturing – Demand for domestic solar module expected to grow at a double digit growth rate

Low Penetration in Global Energy Demand Global solar PV demand to grow at 13% CAGR Solar Manufacturing concentrated in China
(in GW) Total Cell Capacity Total Module Capacity
8.8% RoW EU India Japan USA China
168 GW 219 GW
119 121 122
7.4% 116
106
6.2% 99 33
38 India, 2% Others, Vietnam, USA, 2% Others,
42
5.0% 45 Canada, 3% 6%
79 4%
45 14 4% India,
13 5
3.6% 3.3% 52 13 4%
12 7 S Korea,
2.8% 2.6% 51 34 7 17
2.2% 12 6 16 7% Canada,
12 13 15 4%
15 7 14
12 12 Taiwan,
0.9% 0.6% 15 11 13 S Korea,
7 8 7%
12 9 10 6% China,
9 40 China,
2 5 7 31 35
9 7 21 28 75%
11 76%
6 9
2015 2016 2017 2018 2019e 2020e 2021e 2022e

Global Growth Drivers / Opportunities India: 31% power generation from Solar by 2030 Global Solar Module oversupply bottoming out

• Cells / Modules imported from India exempt Installed Capacity Projected Capacity
USA from tariffs
• Projected market of ~350 MW / year

• Subsidy for new solar projects supportive to

Utility
global demand
China 60
• Better than expected China solar target (i.e.,
>300 GW by 2020) positive for solar module
• Resurgence of demand from Govt auctions & 88
residential will bring 43% annual growth from 73
Europe
2017 levels of 6.3 GW

Rooftop
58
• Spain & Italy will contribute 67 GW by 2030
40
28
Africa & 22
• MENA targets 84 GW by 2023 12
Latin 4 7
• Latin America targets 40 GW by 2021
America
2015 2016 2017 2018 2019 2020e 2021e 2022e Target

To achieve global sustainable development target, Solar PV requires annual growth of 17% till 2030

Source: CS Primer, 2019, GTM / BNEF, IEO – International Energy Outlook 30

AEL: MSPVL – Largest Solar PV manufacturer in India… Competing on Quality, Cost & Scale

Largest integrated module manufacturer in India Global recognition for quality & performance World Class Manufacturing Facility

Module Cell
Rated as Tier 1 Rated as
12001200
by BNEF in Bankable by
1000 2018 CEA in 2018
900

Rates as
500 Rated as Top
Bankable by
410 430 performer by
Munich RE in
300 DNV in 2018
2018

Rated as Rated as
Bankable by Bankable by
Adani Tata Vikram Waaree Indo Solar Jupiter Solarbuyer in Black & Veatch
Power Solar Solar Solar
2018 in 2018
Solar Manufacturing Facility at Mundra, Gujarat

Investments in vertical integration enhance cost competitiveness • State of art manufacturing facility built in a year
• Best in class equipment from European & Chinese
suppliers
Investments
Large scale of
in ancillary • Energy efficient building with IGBC Platinum rating
operations
units

Unique location to leverage cost advantages

Long term Regulatory
supplier financial • Adani Solar can access cheaper raw material and
relationships support
enable supply of high quality PV products to more
lucrative markets due to our unique location

Low • Adani ports are the most efficient and have the
High level of taxes/duties
automation in SEZ quickest turnaround time when compared globally
location

31
AEL: MSPVL – Best in Class Technology, Process & Performance resulting into Diversified Marquee Clientele

Process & quality assurance enable superior product Experienced team to ensure long term process sustenance

• Leading QMS and excellent product quality assurance Our team has ~4500 man years experience in the sector
• Triple stage Electro-luminescence inspection
• Working on the principle of lean manufacturing Operations and Maintenance
• Co-locating ancillaries to achieve strict quality control
SCM & Marketing
• Tie-ups with leading global institutes (ISC, UNSW, PI Berlin, Fraunhofer etc.) for
material and process improvements Projects
• Dedicated R&D center to enable continuous upgrading of lines as per latest
Technology
developments
• Process based on Just-In-Time procurement enabled by raw material tie-up
through tolling / LTA
• Strong inbound and outbound logistics management team

Better quality & performance vis-a-vis peers… …resulting into Diversified Marquee Clientele

Adani Competitor Top Export

91 Top Developers Top EPC players
players
88 88 88
87
86
85 85 85
84
83 83
82 82 82 82
81 81 81
80 80 80 80
79 79
78 78 78 78
76

• Adani ~4MW at Mahoba, UP along with another Chinese Premium Tier-1 module > 50 MW
• Performance Ratio* of Adani modules were consistently 3-5% higher than Chinese Premium
Tier-1 module manufacturer

* Performance Ratio (PR) = Energy measured(kWh) / [Irradiance(kWh/m2) on the panel x Active area of PV module(m2) x PV module efficiency]
32
AEL: MSPVL – Strategic Priorities aligned to leverage Growth in Industry

Strategic Priorities Order Book provides Growth Visibility

Expand EPC and Solutions offering along with latest technology implementation to Actual Sales Order Pipeline
achieve a policy independent self-sustainable business model
298
Order book of
259 ~800* MW
228

134 126
EPC Services 120 111
65

Pumps/ Other
O & M Services
Solutions Q1FY19 Q2FY19 Q3FY19 Q4FY19 Q1FY20 Q2FY20 Q3FY20 Q4FY20

* the above book excludes spot orders of ~15-20 MW per month

Key Drivers for Growth

Strategic Priorities
 Forayed in to retail segment by appointing Channel Sales Partners on Pan-India basis to
tap up to 100 MW annually with high margins

Latest Technology  Rollover of CPSU scheme of 12 GW to boost solar manufacturing with additional margins
Branding through
Adoption to improve Channel Sales  Government Schemes like KUSUM, SRISTI, SKY to augment additional demand
unit economics
 Building sustainable model by booking value added solutions viz EPC/RT/DG/Pump
business upto 25% of the capacities to give additional margins of Rs.3~5 per wp.
Cost-
comeptetiveness  No moving parts, ideal for distributed generation – generation that occurs close to the
through value point of consumption
engineering
 Unlimited resources with no cost (irradiation level varies)
 No carbon footprint from solar
 Decline in battery storage product price

33
AEL: MSPVL – Key Investment Highlights

Attractive growth potential - India’s thrust to develop solar power generation

Supportive Government policies – Make in India, capital subsidy & other incentives

Strong sponsorship – AEL 51% & Promoter Group 49%

Moderate technology risk – best in class technology with in-house R&D

Strong track record of execution of large size and complex projects

World class manufacturing facility with BNEF* and DNV.GL^ accreditation

Note: * BNEF - Bloomberg New Energy Finance

34
^ DNV GL - Det Norske Veritas & Germanischer Lloyd (international accredited registrar and classification society)
AEL: Airports
India Aviation – A Strategic Market

India Aviation Industry Globally India has low domestic penetration for flying
(trips per capita per annum)
• Low penetration of flying (0.07 trips per capita per annum vs. 0.3 in China)
Norway 5.24
• 3rd largest domestic aviation market in 2016; poised to become 3rd largest Australia 3.5
global aviation market by 2025 USA 2.59
Canada 1.57
• Indian aviation industry has grown @ ~10% in the last 5 years; high growth
Japan 1.18
expected to increase over the next 5 years
Brazil 0.65
• Aviation policy aims for domestic ticketing of 500 million & international France 0.49
ticketing of 200 million by 2027 Germany 0.43
UK 0.42
10 Largest Air Passenger Markets Over 2016-2036
China 0.34
Rank, based on no of passengers
India 0.07

Passenger traffic at Indian Airports

Total Passengers Handled (millions) at Indian Airports, fiscal years 2012 - 2022

Source: CAPA Advisory Research

36
 Adani Airports

Poised to become the Leading Airport Operator in India Key Highlights of Recently Won Projects

Qualified Successful Bidder of 6 of India’s Leading Strategically located

Airports handling 30+ million passengers

Robust Portfolio Tracking Consumption Trend – Passenger Traffic

Growth of 17% for 6 airports vs. India’s Traffic Growth of 12% (5 years)

Jaipur Lucknow
FY18 Px: 4.7 Mn FY18 Px: 4.8 Mn Guwahati Robust Concession Structure – 50 year concession, 100% Ownership
FY18 Px: 4.7 Mn

Ahmedabad Operating in a stable regulatory environment – Hybrid Till model (Post

FY18 Px: 9.2 Mn tax return on regulated asset base with pass through on all costs and
taxes) with Upside from 70% of Non- Aero Business

Large Non Aeronautical Potential – Current Spend of ~INR 80 / pax vs

Privatized airports of INR 200-300 / Pax

Significant Expansion Potential – Opportunity to Expand Combined

Capacity to over 100 mn Pax in the next 10 years
Circle size indicates
Mangaluru FY18 passenger traffic
FY18 Px: 2.3 Mn
Large and attractive land for monetization – 225 acres available
Trivandrum
FY18 Px: 4.4 Mn

37
Adani Airports – Successful Foray into Airports Sector

Portfolio of rapidly growing Airports Adani emerged successful in 6 recent airports bids (Rs/Domestic Px)

 Among the highest & most diversified portfolio of Airports in India 177 174 155 171 155
146 168
(NIIF) 139 160 (NIIF)
135
 Traffic growing at 15% - 20% YoY (NIIF) (AMP) (KSIDC)
115
 Low non aeronautical penetration (~Rs 80 / Px) provides a unique
opportunity to enhance returns
45
 Significant opportunities to improve efficiencies (CIAL)

 100% equity ownership vs only majority stake for other airport

operators Ahmedabad Jaipur Lukhnow Guahati Trivandrum Mangaluru

Adani Bid 2nd Bidder

Ahmedabad Jaipur Lucknow Guwahati Trivandrum Mangluru Total

Concession Agreement (CA) Signing by July 2019

Concession Period (Yrs) 50 50 50 50 50 50

CoD Date (estimated) Jan 2020 Jan 2020 Jan 2020 Jan 2020 Jan 2020 Jan 2020

Total Land Available / City Side Land (Acre) 987 / 28 777 / 17 1259 / 110 826 / 60 637 / 2 584 / 10 5,069 / 227

Initial Capex (Rs Cr) 416 518 580 465 438 190 2,606

Additional Capex (Rs Cr) 10 years 2,500 1,100 1,650 1,000 800 1,200 8,250

38
Adani Airports – Airport Portfolio witnessing growing propensity to fly

Robust Passenger Traffic with Growth higher than Domestic average

21.4%
17.1% 18.6% 17.6% 16.8%
9.1%

9.2
Domestic Px (FY18 in Mn)
International Px (FY18 in Mn)
7.3 4.8 4.8 4.7 4.4 CAGR (last 5 Yr) (%)
1.9 2.3
4.2 4.0 4.6
2.5 1.5
1.9
0.5 0.7 0.1 0.8
Ahmedabad Jaipur Lucknow Guwahati Trivandrum Mangluru

Resilient Revenue Profile with healthy EBITDA margin (FY18)

46% 49% 48%

40%
34%
19%

11% 18% 16% 17%

22% 21% Non-Aero Revenue
Aero Revenue
EBITDA Margin (%)
89% 82% 84% 83%
78% 79%

Ahmedabad Jaipur Lucknow Guwahati Trivandrum Mangluru

39
Adani Airports – 30% Hybrid Till Model

Hybrid Till Model – WACC based regulated returns to be provided in every 5 year block

Returns on Regulated Asset Base (RAB) Annual Aero Revenue Annual Airport Revenue
Revenue Determination

Return on Assets Annual Aero Revenue

Opening RAB

Aero O & M Normalized Aero Revenue *

Capex

Depreciation for Aero Assets Total Non-Aero Revenue

Depreciation

Closing RAB Taxes on Aero Revenues Revenue Share

Post Tax WACC 30% of Non-Aero Revenues Annual Airport Revenue

Return on Assets Annual Aero Revenue True up in 5 yr block

Aero Revenue Non-Aero Revenue

City Side Development

• Duty Fee
• Land Fees
• Retail Licenses
• Parking & Housing Fees • Development Rights on Land
• Food & Beverages
• User Development Fees
• Advertising
• Cargo Handling
• Land License Fees
• Ground Handling
• Space Rental
• Aircraft Fueling
• Car Parking

* Aero revenue is normalised over the 5 year regulatory period using the CPI-X Model 40
AEL: Roads
 Roads

Road Industry Projects under Execution

Particular Project I Project II Project III

4-lane 53 Km 4-lane 42 Km 4-lane 59 Km

road from road from road from
Project Bilaspur to Mancherial to Suryapet to
Patharapali in Repallewada in Khammam in
Chattisgarh Telangana Telangana

2 Yrs 2 Yrs
2 Yrs
Construction Construction
Project Construction
Period + 15 Period + 15
Period Period + 15 Years
Years O&M Years O&M
O&M Period
Period Period

Hybrid Annuity Hybrid Annuity Hybrid Annuity

Potential & Outlook Project Mode
Model Model Model

• 53000 kms of NHs have been identified to be built under Bharatmala Concession Signed on LOA on LOA on
Agreement 14th May 2018 8th March 2019 8th March 2019
• Rs 5.35 tn earmarked for 1st phase of Bharatmala scheme (24,800 Km)
• Government “Char Dham Connectivity Scheme” Rs 1570 tn (48000 Km) Project Cost Rs 1,140 Crs Rs 1,357 Crs Rs 1,566 Crs
• Shift to EPC/HAM projects to insulate developer’s risk with respect to BOT Financial
Completed Under Process Under Process
Projects, primarily related to traffic growth etc. Closure

• Toll-Operate-Transfer new PPP model introduced for monetization of road NHAI Grant Rs 456 Crs Rs 543 Crs Rs 626 Crs
assets
Strategy
• NHAI has identified first 75 TOT projects spanning 4500 km, considering an
• Focus on the projects across India initiated by NHAI & MORTH
annual toll revenue collection of Rs 2700 Crs.
• Target selected projects under BOT, TOT, HAM model which can offer scale
• NHAI and MoEF have relaxed Land Acquisition norms and ensuring 80% of
and complexity to create a differentiated value
Land is in possession at the time of awarding of projects.
• In-organic growth through M & A

MORTH – Ministry of Road Transport and Highways; PMGSY - Pradhan Mantri Gram Sadak Yojana; DFC – Dedicated Freight Corridor 42
BOT – Build-Operate-Transfer; TOT - Toll-Operate-Transfer; HAM - Hybrid Annuity Model
AEL: Water
Water: Significant Investment Opportunities
Water Stress (withdrawals/available supply) in India
• ~13 states in India spanning around 300 districts face
water stress
• Despite a long coastline of ~7600 km, coastal areas have a
huge problem of water scarcity due to poor river water
availability, low ground water levels & high demand
• Global water demand expected to grow rapidly to touch >5,200 cubic kilometres per year
by 2025 (growing at over 1.2% every year)
• Agriculture in India is the prime user of freshwater with a share of 80% followed by
industry & domestic applications
• Per capita water availability was 5177 cm in 1951, which is down 70% to 1545 cm in 2011
• According to McKinsey, there will a demand-supply gap of 50% by 2030 in India
• Indian Government foreseeing an investment of around Rs 12,000 trillion Including
National Mission for Clean Ganga (NMCG)
• This budget is expected to be spent towards water supply and sanitation and “water
security” at individual states level
Project under Execution
Particular Detail
• Development of Sewage Treatment Plant (STP) and
Project
Associated Infrastructure in Allahabad
Project Period • 2 Years Construction Period + 15 Years O&M Period
• DBFOT with PPP Hybrid Annuity (40% from Govt. and 60% by
Project Mode
Project Developer)
Project Cost • Rs 908 Crs (Financial tie up under process)
Concession Agreement • Signed on 11th Jan 2019 with NMCG and UP Jal Nigam (UPJN)
• New STP: 72 MLD Cumulative at 3 Locations (42+14+16)
• Rehabilitation STP: 254 MLD Cumulative at 6 Locations
Brief Scope (80+29+50+60+10+25)
• Raising Main and Gravity Main Piping : 7 Km
• Pumping Stations: 17 Nos (New + Rehabilitation)
44
AEL: Agro, Bunkering, Shipping and Defence

45
Agro Infrastructure
Fruits Storage Business
• 35% fruits & vegetable lost due to lack of storage infrastructure in
India
• Brand FARM-PIK, India’s largest selling fruit brand
• Pioneer to introduce Controlled Atmosphere (CA) technology in India,
for increased fruit storage life
• Three Controlled Atmosphere (CA) storages with capacity to store
24,000MTs in the heart land of Apple orchards in HP
• A boon to farmers which has changed the apple marketing landscape
in HP
• Sourcing fruits globally for the Indian market
• Selling through a wide network of retail chain stores across the major
cities in India
BOO - Build Own Operate; DBFOT - Design, Build, Finance, Operate, Transfer; FCI – Food Corporation of India
MPWLC = Madhya Pradesh Warehousing and Logistics Corporation
Grain : Logistics, Storage and Distribution
• 7% grain lost due to lack of storage infrastructure in India
• Introduced first of its kind modern and scientific storage facilities in India , ensuring
negligible losses and minimal human touch
• Capacity with private railway sidings, transporting grains in bulk from grain-
producing states to consumption areas
• Current total storage capacity of 1 MMT is set to rise to 2 MMT by 2021
• Since 2005, built storage capacity of 850,000 tons at 13 locations in India
− Operates storage facilities of 5,50,000 tons at 7 locations under BOO for FCI for
20 Years
− Operates storage facilities of 3,00,000 tons at 6 locations under DBFOT for
MPWLC for 30 Years
• Building silos in 10 more locations across India for FCI and PGPCL, with a capacity of
4,75,000 tons under DBFOT/DBOO for 30 Years
PGPCL = Punjab Grain Procurement Corporation Ltd 46
Adani Bunkering – a leading bunker supplier in India & Adani Shipping
Bunkering : Re-fueling of ships with different grades of Fuel Oil

Sourcing Shipping Storage Blending Bunker Delivery

Integrated yet independent business model

Adani Bunkering - Factual Snapshot Adani Shipping - Factual Snapshot

• 45% Market Share in India

• Total Volume ~ 7.8 Lac tons
• Owns two ocean going bunker barges with a capacity of
~3,000 MTs each (biggest bunker barges in India)
• Dedicated tankages at Mundra (80 KT), Hazira (10 KT) and
Goa (10 KT)
• Operating across all major ports of India & South Asia
• Adani Shipping Pte Ltd – a Singapore (AEL’s wholly owned
subsidiary)
• Operator of 5 foreign flag Cape size Bulk Carriers
• Vessel Capacity range – 175,000 MT to 185,000 MT.
• Engaged in transportation of bulk coal / iron ore
• Counterparty - Both group captive as well as external

Rating – BBB+/Stable

47
 Defence & Aerospace

PLATFORMS AND COLLABORATE WITH GROW INDIAN MSMEs FOCUS ON

1 TECHNOLOGIES
2 GLOBAL PARTNERS
3 4 INDIGENISATION
Focus on platforms and Collaborate with credible and Help develop and grow the Focus on capabilities critical
technologies of critical committed global partners dynamic MSME’s, which are for indigenisation including
importance, to assert India's willing to team up for the long critical for a fast scale-up and design, system integration,
military competence, to meet term and who are willing to sustainable ecosystem in India maintenance & support in
emerging security challenges transfer technology & skills India

UPGRADES &
LIFE CYCLE MANGEMENT - Prime
Fighter aircrafts (Gripen AEROSTRUCTURES & COMPOSITES
E/F) • High quality machined components
supplier to Global OEMs – GE, MRO* & SUPPORT - Prime
Honeywell, UTC etc.

Advanced Materials • Composite parts supplier for SYSTEM

• Fighter Crafts (Composites) INTEGRATION - Prime
aircrafts, missiles & unmanned aerial

• Unmanned Aerial Systems vehicles.

SUB-ASSEMBLY &
• Helicopters AVIONICS & SYSTEMS SUB-SYSTEMS - Support
Unmanned Aerial Systems • High end built to specification
• Satellites (Hermes 450 and 900)
supplier of avionics systems for
• Radars & Electronic Warfare Systems fighter aircrafts, helicopters, UAV’s. COMPONENTS - Support

• Machining and Gear Manufacturing • Focus on design and development

with a well-developed supply chain DESIGN & R&D - Prime
• Carbon Composites Aerostructures
for fabrication etc..
MSME PARTNERS
• Skill Building & Training Centre
* MRO – Maintenance, Repair & Others
48
 Cement
Cement Plant Footprints & Capacities – Phase I Cement Business Growth Plan

• Adani Cementation (ACL) plans to be among the top by 2025

• ACL plans to achieve this feat in three phases i.e. Phase I & IA, Phase II and
Phase III
• In its Phase I, ACL plans to put Cement Unit at Mundra, Udupi, Dahej and
Raigarh (near Mumbai)
Lakhpat Integrated Unit • The clinker for the planned units will be produced at Lakhpat, which will also be
Clinker Capacity: 3.2 MTPA
an integrated unit
• ACL has also acquired a limestone mine with reserves of 170+ mt

Lakhpat IU Mundra BT
Phase I – Status of Statutory Clearance

Clinker/Cement to
Cement Capacity: 0.55 MTPA

be fed to Gus/BU
Mundra BT Clearanc

by Sea route
Lakhpat Mundra Udupi Dahej Raigarh
e
Dahej GU Dahej GU
Site visit Date for Filing of
Cement Capacity: 1.1 MTPA Environmen completed by
Public
Public TOR meeting Application
Hearing
t Clearance EAC, TOR Hearing completed for TOR
Completed
awaited Awaited completed

Raigarh BT Site visit by

Raigarh BT
Cement Capacity: 1.65 MTPA Forest Range Forest
Not Required Not Required Not Required Not Required
Clearance Officer
completed

Udupi GU Mining Plan Approved Not Required Not Required Not Required Not Required
Udupi GU Cement Capacity: 2.2 MTPA
Aviation NOC from AAI NOC from AAI
Completed Completed In Process
Clearance in process in process

In process to In process to
In process to
sign fly ash In process to sign fly ash
Linkages of Limestone sign fly ash
agreement sign fly ash agreement
Raw Mine agreement
with Adani agreement with Adani
Material acquired with Reliance
Power, with UPCL Power,
The total installed cement capacity of 5.5 MTPA by 2020 Mundra
Industries
Mundra

GU: Grinding Unit

49
BT: Bulk Terminal
AEL: Carmichael Mine, Australia

50
Carmichael Coal Mine - Overview

Location  Galilee Basin, Queensland, Australia

 11 BT JORC compliant Resource

Resource
 880 Mn T JORC compliant Reserves
 Moderate to high energy thermal coal suited for Asian markets

 Current development: open cut mine capacity of 11 mtpa

Phase I  Deferring certain on site and off site infrastructure
 Ensures sustainability and positive cash flows on the 11 mtpa

 1st Coal on rail by March 2021

Phase II
 Decision to ramp up to 15/ 20 mtpa in year 2 and 3 of operations

Received required approvals

Further Judgement on
Matter Counterparty Initial Judgement
Appeal Further Appeal
Grant of Mine Environmental Land Services of Coast and ✔
No n/a
Authority on February 2, 2016 Country Inc In favour of Adani
Land Services of Coast and ✔
Land Court Hearing No n/a
Country Inc In favour of Adani
Grant of Mine EPBC Approval on Australian Conservation ✔ ✔
Yes
October 14, 2015 Foundation Incorporated (ACF) In favour of Adani In favour of Adani
Determination of National Native ✔ ✔
Adrian Burragubba Yes
Title Tribunal dated April 8, 2015 In favour of Adani In favour of Adani
Adrian Burragubba, Linda
Grant of Mining Lease on April 3, ✔ ✔
Bobongie, Lester Barnard, Delia Yes
2016 In favour of Adani In favour of Adani
Kemppi and Lyndell Turbane
Grant of Environmental Authority
Whitsunday Residents Against ✔
for Port Development dated n/a n/a
Dumping Ltd In favour of Adani
December 7, 2015
Adrian Burragubba, Linda Hearing in the
Application to register the ILUA
Bobongie, Lester Barnard, Delia Federal Court to n/a n/a
on April 27, 2016 by Adani
Kemppi and Lyndell Turbane be held

51
Carmichael Mine: A conventional, commercially robust and competitive coal mine

• Large resource and reserves base (Pit DE >30 years)

• Deposit characteristics well understood
1. Conventional mine
development and operational • Major approvals already in place for current and future developments
approach
• Proven mining method enables product strategy and reduces operational risk
• Conventional construction and execution strategies to efficiently manage cost, schedule and risk

• Comprehensive approach to product strategy development

2. Product strategy well
positioned to take advantage • Carmichael 5,000kcal product aligned to resource quality and operating strategy
of market requirements
• Target markets’ demand increasing and forecast to continue

• Consistent low strip ratio

3. Commercially robust with • Sustainable low operating costs

competitive advantage • Competitive capital costs
• Strategically positioned to rapidly expand

52
Sustainability
• Business in harmony with Nature
• Measurement of carbon footprint across all business
operations
• Management systems & policies in place to ensure efficient
use of resources
• Strategies & initiatives to reduce resources consumption and
maximize recycling

Environment

• Streamlined governance structure with • Business growth in tandem with

system, process & policy community development
Governance Social • CSR activities thrust areas – Education,
• Governance percolates down to the Health, Livelihood development and Rural
lowest level Infrastructure
• Special projects – SuPoshan (Better
• Regular monitoring & review of nutrition), Swachhagraha (Clienliness),
performance Saksham (Skill development) and Udaan (
Career building)
• All operations & activities subjected to • Operations across 12 states, 1470
regular external reviews & audits villages, touching 4 lakh+ families

53
 One vision,
One team

Growth
With
Goodness

To be the globally admired leader in integrated infrastructure businesses with a deep commitment
to nation building. We shall be known for the scale of our ambition, speed of execution and quality
of operation.

54